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ALEXIS P. RAMIREZ Page 1

LECTURE 2
A management information system (MIS) provides information that is needed to manage organizations
efficiently and effectively. Management information systems involve three primary resources: people, technology, and
information or decision making. Management information systems are distinct from other information systems in that
they are used to analyze operational activities in the organization.

Academically, the term is commonly used to refer to
the group of information management methods tied to the automation or support of human decision-making, e.g.
decision support systems, expert systems, and executive information systems
.

OVERVIEW
Early business computers were used for simple operations such as tracking sales or payroll data, with little detail
or structure. Over time, these computer applications became more complex, hardware storage capacities grew, and
technologies improved for connecting previously isolated applications. As more and more data was stored and linked,
managers sought greater detail as well as greater abstraction with the aim of creating entire management reports from
the raw, stored data. The term "MIS" arose to describe such applications providing managers with information about
sales, inventories, and other data that would help in managing the enterprise. Today, the term is used broadly in a
number of contexts and includes (but is not limited to): decision support systems, resource and people management
applications, enterprise resource planning (ERP), enterprise performance management (EPM), supply chain
management (SCM), customer relationship management (CRM), project management and database retrieval
applications.
A successful MIS supports a business' long range plans, providing reports based upon performance analysis in
areas critical to those plans, with feedback loops that allow for titivation of every aspect of the enterprise, including
recruitment and training regimens. MIS not only indicates how things are going, but also why and where performance is
failing to meet the plan. These reports include near-real-time performance of cost centers and projects with detail
sufficient for individual accountability.
HISTORY
Kenneth and Jane Laudon identify five eras of MIS evolution corresponding to five phases in the development of
computing technology: 1) mainframe and minicomputer computing, 2) personal computers, 3) client/server networks, 4)
enterprise computing, and 5) cloud computing.
The first (mainframe and minicomputer) era was ruled by IBM and their mainframe computers; these computers
would often take up whole rooms and require teams to run them - IBM supplied the hardware and the software. As
technology advanced these computers were able to handle greater capacities and therefore reduce their cost. Smaller,
more affordable minicomputers allowed larger businesses to run their own computing centers in-house.
The second (personal computer) era began in 1965 as microprocessors started to compete with mainframes and
minicomputers and accelerated the process of decentralizing computing power from large data centers to smaller
offices. In the late 1970s minicomputer technology gave way to personal computers and relatively low cost computers
were becoming mass market commodities, allowing businesses to provide their employees access to computing power
that ten years before would have cost tens of thousands of dollars. This proliferation of computers created a ready
market for interconnecting networks and the popularization of the Internet.
As the complexity of the technology increased and the costs decreased, the need to share information within an
enterprise also grew, giving rise to the third (client/server) era in which computers on a common network were able to
access shared information on a server. This allowed for large amounts of data to be accessed by thousands and even
millions of people simultaneously.
The fourth (enterprise) era enabled by high speed networks, tied all aspects of the business enterprise together
offering rich information access encompassing the complete management structure.
The fifth and latest (cloud computing) era of information systems employs networking technology to deliver applications
as well as data storage independent of the configuration, location or nature of the hardware. This, along with high speed
cellphone and wifi networks, led to new levels of mobility in which managers access the MIS remotely with laptops,
tablet PC's, and smartphones
TYPES
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Most management information systems specialize in particular commercial and industrial sectors, aspects of the
enterprise, or management substructure.
Management information systems (MIS), per se, produce fixed, regularly scheduled reports based on data
extracted and summarized from the firms underlying transaction processing systems to middle and operational
level managers to identify and inform structured and semi-structured decision problems.
Decision support systems (DSS) are computer program applications used by middle management to compile
information from a wide range of sources to support problem solving and decision making.
Executive information systems (EIS) is a reporting tool that provides quick access to summarized reports coming
from all company levels and departments such as accounting, human resources and operations.
Marketing information systems are MIS designed specifically for managing the marketing aspects of the
business.
Office automation systems (OAS) support communication and productivity in the enterprise by automating work
flow and eliminating bottlenecks. OAS may be implemented at any and all levels of management.
School management information systems (MIS) cover school administration, often including teaching and
learning materials.
ADVANTAGES
The following are some of the benefits that can be attained for different types of management information systems.
Companies are able to highlight their strengths and weaknesses due to the presence of revenue reports,
employees' performance record etc. The identification of these aspects can help the company improve their
business processes and operations.
Giving an overall picture of the company and acting as a communication and planning tool.
The availability of the customer data and feedback can help the company to align their business processes
according to the needs of the customers. The effective management of customer data can help the company to
perform direct marketing and promotion activities.
Information is considered to be an important asset for any company in the modern competitive world. The
consumer buying trends and behaviours can be predicted by the analysis of sales and revenue reports from each
operating region of the company.

What is Project Portfolio Management?
By Duncan Haughey, PMP

Project Portfolio Management is about more than running multiple projects.
Each portfolio of projects needs to be assessed by its business value and adherence to
strategy. The portfolio should be designed to achieve a defined business objective or
benefit. Project management guru Bob Buttrick summarised it when he said; "Directing
the individual project correctly will ensure it is done right. Directing 'all the projects'
successfully will ensure we are doing the right projects."
Project portfolio management organises a series of projects into a single portfolio of reports that capture project
objectives and other critical factors.
While at individual project level it is important to know how each project is performing, the impact of each project on
the portfolio is just as important. The following questions should be asked:
Does each project contribute to the overall achievement of the portfolio?
How well is each project performing?
Will any project have a negative impact on other projects to come?
What projects in the portfolio are dependent on others?
Will the successful delivery of all projects deliver the desired objective or benefit?
Working at portfolio level is about working with summary or key data. It is important to avoid information overload. The
detail of each project should be kept at the project team level, managed by the individual project managers. Key
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information should be rolled up and presented at each level within the organisation as appropriate. At executive VP
level you are likely to be providing a summary of performance, progress and a measurement of estimates against actuals
and costs.
Within most project portfolio management systems there is a project evaluation process. This process is used to
evaluate the projects at various points during their life cycle. At the beginning of each stage (often called a "gate") the
responsible party evaluates the business case, asking whether it is still relevant and able to deliver the organisations'
objectives. If the answer is no, then the project should be stopped. This way the organisation can ensure they stay
focused on delivering a strategy, goal or other benefit, and that resources are used where they will offer the best return.
Project portfolio management asks the following questions:
Are we doing the right things?
Are we doing them the right way?
Are we doing them well?
Are we getting the benefits?
If the answer to any of these questions is no, immediate action is needed to bring the portfolio back on track.
Project Portfolio Management Software
When selecting a project portfolio management software system, organisations should use criteria based on identified
needs and organisational objectives. It is advisable to start small, introducing aspects of portfolio management one
element at a time. Many commercial tools can seem overwhelming at first, simply because of the large amount of
functionality they offer.
These are the key features of a project portfolio management system:
Project evaluation process or methodology.
Cost and benefits measurement.
Progress reporting.
Communication of key project data, for example executive dashboard.
Resource and capacity planning.
Cost and benefits tracking.
Project portfolio management software enables the user, usually management or executives within the organisation, to
review the portfolio, which will help in making key financial and business decisions for the projects.
The objective of project portfolio management is to optimise the results of the project portfolio to get benefits the
organisation wants.